Unify Consulting Interview Questions
& Process

We're looking for someone whose capabilities and skills match what this job needs. You should be a self-managed go-getter who achieves goals and gets results beyond the baseline. Culture fit is important, with collaborative consulting and problem-solving being key. We also need someone who can work across disciplines and teams/companies.

The interview process felt like a waste of time for everyone involved. The people were nice, but after several rounds of interviews and getting my hopes up for an actual offer, they ended up giving me a virtual bench offer. This essentially means they'll contact me if a position opens up. They barely communicated with me after that, even though they initially said it would only take 2-3 weeks to staff me and that they were in talks with new clients. It seems like they don't actually have enough clients to fill their openings, which makes me wonder why they advertise hiring or go through the whole process for a virtual bench offer.

The official interview process started with a recruiter call, followed by an in-person meeting, and then onsite interviews with a senior consultant and three leadership team members. I got an offer quickly and accepted. After that, I was on the 'virtual' bench, meaning no employment or pay, until I was assigned to a project. This is when the unofficial interviews really began. I had to attend meet & greets with business development leads and account managers, re-pitching myself to each person involved in potential projects. Then, the BD or AM would call about a role, and I'd interview for it, sometimes with a new resume tailored to the specific role. After that, you're presented to the client and taken off the market for other opportunities until a decision is made. If the company didn't have the project secured, I might have had to pitch the project and myself. The next step was 'C2s,' which are 1:1 meetings with potential clients. If the C2 went well and Unify had the business, I'd start the project and officially become an employee. I highly recommend asking about the size of the virtual bench, typical placement timelines, and the number of consultants on the 'real' bench, as employed consultants get priority for roles. Virtual benchers are considered if the BD knows you, your skill set, and you're on their radar when an opportunity arises. Then you re-interview and pitch yourself to the BD/AM and then to the client. For managed team models, the BD/AM might place you without a C2, based on their assessment of the fit. I also recommend asking about the number of roles and C2s needed to get the first project, the timeline, and how candidates are evaluated. Reaching out to current and former consultants for insights on the process and timeline is a good idea.

First, a recruiter reached out via LinkedIn DM. That was followed by a 1-hour meeting with the recruiter. Then, I met with the VP of Sales for an hour. After that, I had a 1-hour meeting with the COO and another Director of BD. At this point, I was told I might be considered for a bigger role. The next step was meeting the CRO and another VP for an hour. I had to take this meeting immediately after attending a family member's funeral. Finally, the recruiter told me I was awesome but they went with someone else, with no explanation or courtesy. I guess it was a blessing.